Cadillac Needs to Slash Prices to Save Itself

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By Douglas A. McIntyre Updated Published
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Cadillac Needs to Slash Prices to Save Itself

© courtesy of General Motors Co.

Cadillac’s results in the United States are so horrible that it cost the luxury brand’s longtime President Johan de Nysschen his job. Since the brand has little cachet in America and its ability to compete with the successful luxury brands is so weak, the General Motors Co. (NYSE: GM) unit’s only solution short term is to slash prices.

Cadillac sales were higher by 8.1% through the first three months of this year, but to a tiny 36,727. Two sport utility vehicles were critical to the improvement. The first was the hulking Escalade, the supersized model. Its sales rose 17.1% to 5,035. The Escalade can cost over $100,000. The other success is the XT5, a newish crossover. Its sales grew 10.3% in the first three months to 14,845. The XT5 is an entry-level model with a price as low as $40,095.

One of Cadillac’s problems is that it has too many sedans and coupes. Even much larger Mercedes, BMW, Audi and Lexus have suffered in this segment of the industry, as drivers have moved to SUVs and crossovers. However, among luxury cars buyers, who would pay for an ATS, CTS or CTS sedan or coupe when they can buy a CLA-Class, C-Class or E-Class Mercedes or a 2-Series, 3-Series, 5-Series or 6-Series BMW? Mercedes sold over 30,000 of its sedans in the first three months. Cadillac barely sold 9,000.

Cadillac price points are too close to those of its rivals. Its entry-level ATS has a base price of $35,495. The CLA Mercedes has a base price of $32,700. The BMW 2-Series has a base price of $34,950. Cadillac has only two other base car models. Each of its competitors has several, and at competitive price points.

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Cadillac has the same problem with SUVs and crossovers, although its rivals have more models from which to choose.

Cadillac will try to expand its lineup to 11 vehicles, the first of which is the new XT4 crossover. But the moves come too late. Cadillac sales have so badly eroded that the addition of new vehicles is no longer a solution. The launch of its widely regarded ATS is an example, as is the launch of its CT6 flagship.

How do beaten down car brands sell more cars? Via incentives and price cuts. Cadillac cannot improve its fortunes through model additions. Most of the models will not come out for years and won’t draw enough interest to improve Cadillac’s future. Its future is as a less expensive, near-luxury brand with one or two expensive models. At least the strategy would give GM some hope it could steal modest business from its larger competitors.

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About the Author Douglas A. McIntyre →

Douglas A. McIntyre is the co-founder, chief executive officer and editor in chief of 24/7 Wall St. and 24/7 Tempo. He has held these jobs since 2006.

McIntyre has written thousands of articles for 24/7 Wall St. He is an expert on corporate finance, the automotive industry, media companies and international finance. He has edited articles on national demographics, sports, personal income and travel.

His work has been quoted or mentioned in The New York Times, The Wall Street Journal, Los Angeles Times, The Washington Post, NBC News, Time, The New Yorker, HuffPost USA Today, Business Insider, Yahoo, AOL, MarketWatch, The Atlantic, Bloomberg, New York Post, Chicago Tribune, Forbes, The Guardian and many other major publications. McIntyre has been a guest on CNBC, the BBC and television and radio stations across the country.

A magna cum laude graduate of Harvard College, McIntyre also was president of The Harvard Advocate. Founded in 1866, the Advocate is the oldest college publication in the United States.

TheStreet.com, Comps.com and Edgar Online are some of the public companies for which McIntyre served on the board of directors. He was a Vicinity Corporation board member when the company was sold to Microsoft in 2002. He served on the audit committees of some of these companies.

McIntyre has been the CEO of FutureSource, a provider of trading terminals and news to commodities and futures traders. He was president of Switchboard, the online phone directory company. He served as chairman and CEO of On2 Technologies, the video compression company that provided video compression software for Adobe’s Flash. Google bought On2 in 2009.

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